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tv   [untitled]    May 8, 2012 11:30am-12:00pm PDT

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it made a difference. i am glad we have the mental health crisis yet. i want you to know that we got a little more in-depth and it was interesting how quickly the wheelchair moved around the officers. >> this is all of training experience, thank you for your efforts and your comments on that. >> i will give you the status of the investigations right now. in the last quarter, we like to keep you updated. these cases were completed, and you have all received a summary letters that have been completed
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since the last report. the total cases that are pending today that our current r seven total cases. all of these cases still require the d.a. we can move fairly rapidly. we hope to get more cases. and lastly, the board is scheduled for second quarter 2012, scheduled for june 21 of this year. >> it is important for the public to know that whenever there is an officer involved
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shooting, the homicide division and the occ looks into them. the investigation, as he said, we competed -- completed the investigation. it is good for the public to know that there is not just one set of lies, there are different agencies. >> we look at some of these cases, the department looks at them. >> thank you for keeping the numbers down at one point. those cases were three and four years old. >> and the last presentation?
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>> ha one quick question. the next firearm discharge review board is june 21? >> commissioner turman will be sitting on that one. >> good evening, commissioners. you have the document protocol report in front of you, so i will allow that to speak for itself. there are a couple of comments i would like to mention on that. they work very well with the occ, especially in the last half of 2012 to make sure that the document protocol was adhered to better that it had in the past. i appreciate the letter that
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director hicks said the regarding the cooperation and how the numbers have decreased. i wanted to make sure that you knew that we r working on that. with that in mind, if you have any questions about what we are doing, how would be happy to answer any of those questions. commissioner kingsley: was the occ going to comment? i appreciate your report, capt. we have a good relationship with the police department, and when
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i could see the department took it for free. it will increase and things will move around slowly. >> we are talking about this document protocol, and we will tell the public exactly what we are talking about. >> over 100 documents from the police department every month. and the protocol was adopted back in 2003 that provides the way in which the documents need to be received. the process that they need to be turned over by the office. part of the process is a quarterly report to the commission asked how the process is going. most times, is going quite well.
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>> it is great to hear that it is going quite well and it is important for us to facilitate what we need to do. >> for the delayed turning over documents, i am wondering if there was a finding as to the reason why there has been a pretty sharp increase in the lead in getting documents and how it can be stressed in the future. >> there have been a couple of reasons for that, there were changes in personnel at the legal division over time, and there are always times where it is a little more education that needs to be relayed to the units. and what the time is. some of those have occurred in the last few months where it be
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there was a to their responsibility to provide its or it just didn't provide it in a timely manner. that is what allowed the process to get better and have the number of non-compliance is diminished. >> this helps. >> as long as you are happy, we are happy. we think you -- and we figure that if you are not happy, you will say so. >> we now go to the directors' report. >> good evening, members of the police commission. i am presenting the 2011 annual
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report. we deliver this in february, and it took us longer to gather the statistics. the staff that assisted, most particularly to my immediate left that is the office of citizen complaints. he is the person that gathers and develops the and the annual report. members of the management team are out here in the audience. we have our chief china --
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attorney. another attorney on our staff who had buzzed out reach in mediation. one of our senior investigators , i think i have covered everyone. our principal clerk and pam thompson, my executive assistant. the topics of discussion this evening will be organizational development, san francisco police department and other hot statistics.
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investigations, policy analysis, mediations, out reach, information technology, document production, performance measures, and the controllers audit. the history is that it was created by a board of supervisors initiative charter amendment in 1982 that was adopted by the voters. we became staff and operational in 1983. we are under the jurisdiction of the police commission. and also to make policy recommendations and this is my
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fourth full year leading office of complaints. the cuts were not made. we had investigators on the extended leave of absence that we were able to hire new investigators and they were under training last year. it is a flat organization more than half of the staff is investigators. the remaining balance of the
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staff is comprised of clerical staff. they investigate complaints of police misconduct. when we lifted beat declining -- but there was a 6% decline between 2005 and 2010. the information we obtained is that there was a 19% decrease in the call for services. finally, in a survey that was done by david binder, it was found that there was a 72%
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satisfaction rate with the sentences go police department. in california, there has been a% decrease in conduct complaints since 2008. nationwide, complaints have dropped in new york city, oakland, washington, d.c., and san diego. we have seen an increase. it is led by the investigator. they received many complaints. we actually closed more cases than we opened. we closed all but one case.
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they continue to fall of the strategic plan, and they participated in community outreach. we require them to participate in community outreach each year. looking at the caseload summary , the 84 complaints received -- represented a 19% deviation from the baseline. it represents an 11% deviation from the baseline.
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the 59 complaints represent a deviation before the base line. the sustained rate is 8.8%. looking at demographics of complaint and, caucasian's comprise 33%. african american 48%. -- 28%. when combined, they represent 61% of the complainants. there is a slight decline of african-american complaints between 2009 and 2010 and a slight increase of between 2010 and 2011.
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28% of the complaint and compared to 6% of san francisco's population. all other races were represented as complaints. moving to case intake by language, they represented a 95% of our intakes with spanish a 4%. it was done on 28 cases and done by a spanish speaking bilingual investigators. we obtained translation services.
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in looking at the officers that received complaints, 543 officers received complaints. of those 543, 374 received one complaint. seven received four, six received five, and five received more than five complaints in one year. we handle a variety of cases, but the cases of note that we received last year, we received 10 complaints involving the occupied movement. we received a complaint regarding a single room occupancy hotel tenants.
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and in those complaints, there were unlawful search, unlawful detention, a rest, and improper supervision. we also received three complaints of an officer in involving -- officer-involved shooting last year. the allegation in 2011, the action represented the largest percentage of the allegations, 36%. conduct reflecting this credit, 28%. a collective duty -- neglect of duty. the findings that we made on allegations last year was not sustained. that means that there was not a
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preponderant of evidence to find or not find misconduct. that means that we found the allegation was not true. usually no findings are made when we no longer receive cooperation and can't receive evidence. it means the complaint and withdrew the complaint. moving through sustained allegations, and neglect of duty represent -- conduct reflecting this credit, and unnecessary force, 2%.
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we avoided a backlog in 2011. when i started in late 2007, there was a large backlog of cases they were still in the inventory. there was only one case remaining from 2010, it is now closed. because there was a decrease in complaint filings as well as a well-managed caseload. it represented the lowest number of cases in 19 years. it was of great concern to the comptroller, and in 2007, a very
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critical report. at the time that i became director in november of 2007, the investigator caseload averaged 31 and a greater. the average caseload at the conclusion of last year was 23 cases per investigative report team. still, the best practice for a caseload for investigators is the 16 cases. we are not there in terms of having the most manageable case load. the police commission is -- performed the sustainability reviews, and they've prosecuted 27 cases last year.
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in addition to doing the policy work, there is sustainability reviews. in the area of policy analysis, that is police protocol dealing with the mentally ill. she also continued to implement juvenile and police orders. she continued working on the implementation. and finally she proposed to
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include complaints of pain for use of force -- reporting 61 cases through pro bono mediators. these represent the annual caseload of one investigator. the results in the time savings and cost savings. and a greater satisfaction for compliance and officers. it is based on five years of service. they will receive an award from the community board for the mediation services.
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moving on to our reach which is overseen by mr. salazar, the office of citizen complaints developed the fourth community outreach plan. unhook the community outreach strategic plan is the first of its kind in the nation and dr. walker has hosted in on this website. in the outreach program, we give community presentations, we are involved in language access issues. we provide training at the police academy and we give oversight for law-enforcement. what the investigators have been their performance plan, other staff get involved in community
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outreach. in the area of an formation technology, it is what we rely on, it is our lifeblood. that is what the overseas. the database nedeveloping new programs. he is involved in strategic case management initiative that require computing environment that is secure and stable. he is available 24/7 to ensure that our computing environment does all three of those things. last year, his creativity
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resulted in him developing of code for the database. we have a digital recordings connected to particular cases transferring from one investigator to another investigator. he also developed an e-mail driven paper this process for document exchange between our office in the police department. they have not yet been implemented. linda taylor, she received many letters of commendation from the city attorney's office as was the police department for the excellent work she has done in responding to requests for documents.
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the document production, federal court and city attorney document requests involving a 1080 officers. the work is labor intensive, and it is extensive and uncompensated. it was $17,000 last year. halmoving to performance measurs part of the budget process, we have to performance goals and five performance measures under the goals. first, addressed the civilian complaints. and what is measured and the
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number of complaints sustained. completed in a timely manner, it was 100%. the number of complaints) annually, the target was 60. we exceeded the target last year by each investigator closing an average of 61 cases. the second goal is to create an action in response to complaints. in which the practice recommendation, last year and 19 policy recommendations were made.
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resulting in a disciplined, the target was 90%. i would also like to thank the investigator who is the staff person that manages our performance measures. moving to the controller's audit, the comptroller city services division issued an audit that said there were problems with case management and personnel management and these problems were degrading the investigation of the occ. it was my charge to address the 41 recommendations made by the comptroller. i am happy